FIR #497: CEOs Wrest Control of AI

The latest BCG AI Radar survey signals a definitive turning point: AI has graduated from a tech-driven experiment to a CEO-owned strategic mandate. As corporate investments double, a striking “confidence gap” is emerging between optimistic leaders in the corner office and the more skeptical teams tasked with implementation. With the rapid rise of Agentic AI — autonomous systems that execute complex workflows rather than just generating text — the focus is shifting from simple productivity gains to a total overhaul of culture and operating models. In this episode, Neville and Shel examine this evolution that places communicators at the center of a high-stakes transition as AI moves from a pilot phase into end-to-end organizational transformation. Links from this episode: As AI Investments Surge, CEOs Take the LeadComplete BCG Report The next monthly, long-form episode of FIR will drop on Monday, January 26. We host a Communicators Zoom Chat most Thursdays at 1 p.m. ET. To obtain the credentials needed to participate, contact Shel or Neville directly, request them in our Facebook group, or email [e-mail]. Special thanks to Jay Moonah for the opening and closing music. You can find the stories from which Shel’s FIR content is selected at Shel’s Link Blog. You can catch up with both co-hosts on Neville’s blog and Shel’s blog. Disclaimer: The opinions expressed in this podcast are Shel’s and Neville’s and do not reflect the views of their employers and/or clients. Raw Transcript: Shel Holtz: Hi everybody and welcome to episode number 497 of For Immediate Release. I’m Shel Holtz. Neville Hobson: And I’m Neville Hobson. For the past couple of years, AI in organizations has mostly been talked about as a technology story—a set of tools to deploy, experiments to run, and efficiencies to unlock. It was often led by IT, digital, or data teams, with the CEO interested but not always directly involved. The latest AI Radar survey from BCG suggests that phase is now over. For the third year running, BCG has surveyed senior executives across global markets—nearly 2,400 leaders in 16 markets, including more than 600 CEOs. The standout finding isn’t just how much money organizations are spending on AI, or even how optimistic leaders are about returns. It’s something more structural. Nearly three-quarters of CEOs now say they are the main decision-maker on AI in their organization. That’s double the share from last year. This is not a minor shift; it’s a transfer of ownership. AI is no longer being treated as another digital initiative that can be delegated at arm’s length. CEOs recognize that AI cuts across strategy, operating models, culture, risk, governance, and talent. In other words, AI isn’t just changing what organizations do, it’s changing how they run. Half of the CEOs surveyed even believe their job stability depends on getting AI right. We’re also seeing a striking “confidence gap.” CEOs are significantly more optimistic about AI’s ability to deliver returns than their executive colleagues. BCG describes this as “change distance.” People closest to the decisions feel more positive than those who have to live with the consequences. The survey identifies three types of AI leadership: Followers (cautious and stuck in pilots), Pragmatists (the 70% majority moving with the market), and Trailblazers. Trailblazers treat AI as an end-to-end transformation and are already seeing gains. What’s accelerating this is the rise of Agentic AI. Unlike earlier tools, agents run multi-step workflows with limited human involvement. This raises the stakes for governance and accountability. This is where communicators come in. If AI is now a CEO-led transformation, communication can’t just sit at the edges. It’s not just about writing rollout messages; it’s about helping leaders articulate why AI is being adopted and what it means for people’s roles and sense of agency. Is this the shift that turns ambition into transformation, or does CEO confidence risk becoming a blind spot? Shel Holtz: Excellent analysis, Neville. I think there’s data in this report that is incredibly heartening. One of the characteristics of the “Pragmatist” CEOs—who represent 70% of the responses—is that they are spending an average of seven hours a week personally working with or learning about AI. I’ve never seen that before. When we introduced the web or social media, CEOs weren’t using it personally. This immersion is very helpful for the communicators who need to tell this story. What’s troubling, though, is that 14-point confidence gap between CEOs and their managers. I don’t think this is just “resistance to change.” If the people implementing the systems are less confident than the person funding them, are we headed for an “AI winter” of unmet expectations? Communicators need to become translators. Our job isn’t just selling the vision; it’s...